When COVID-19 brought chaos to nurse leaders at Allegheny Health Network (AHN)’s 14 hospitals, a time management course designed just for them helped them feel less overwhelmed about their day.

Engagement also affects a hospital or health system’s bottom line. Fifteen of every 100 nurses are considered disengaged, with each disengaged nurse’s lack of productivity costing an organization $22,200 in lost revenue annually, according to a 2016 study published in the American Nurses Association’s Online Journal of Issues in Nursing.

The survey was conducted by Trusted in October 2021 with a sample of 3,357 nurse respondents, of whom 54% currently work as travel nurses, 37% as staff nurses, and 9% in per-diem or other types of nursing roles.

Because good leadership is key in retaining nurses, Leanne Salazar is taking the culture of nursing excellence she built as chief nursing officer for nearly seven years at HCA’s Oak Hill Hospital in Brooksville, Fla., before becoming CNE in early 2020, and expanding it throughout the division’s 15 acute care hospitals.

For nurse and hospital leaders to help their nurses handle and heal from trauma, they must create a trauma-informed culture. A trauma-informed program, system, or person has a knowledge and understanding of trauma and its far-reaching effects, which, in some nurses is caused by seeing patients die; tending to patients who can’t get relief from symptoms; patient and family aggression; feeling overextended because of inadequate nurse-to-patient ratios; frustration; and helplessness, according to a 2017 study.

Hospitals and health systems should foster nurses’ resilience by integrating support and education—not only to help them successfully cope with their high-stress job, but to provide high-quality care, the study says.

A recently conducted national Flight Risk Analytics assessment analyzing responses from 100,000 healthcare employees revealed a generational divide, leading factors shaping turnover risk, and low levels of engagement among front-line caregivers.

Most Americans believe nurses and healthcare aides are underpaid, according to a new study about the public’s attitude toward healthcare and its workers.

In 2017, a redesigned governance structure rolled out, featuring an inclusive approach, rather than the previous leadership-driven, top-down model, and requiring active engagement of clinical nursing staff in shared decision-making. UVMMC’s new structure was designed to offer nurses more autonomy than ever before.

After wrestling with staffing issues that placed too many nurses on a unit one hour and too few the next, Tower Health took a deep dive into staffing and workforce optimization using predictive algorithms and surfaced with major cost savings, a more efficient staffing plan, and greater nurse job satisfaction.